Managing Strategic Design

DSM6440

Title	Managing Strategic Design
Code	DSM6440
School	RBS
Module Level	6
Module Code	DSM6440
Available Summer	N
Semester	1
Credits	15
ECTS Credits	7.5
Contact Hours	48
Course Length (wks)	12
Course Leader	Dr. Noemi Sadowska
Lecturers	Dominic Laffy
Course Aims	The module aims to: Equip students with an ability to analyse existing market spaces to identify potential 'blue ocean' gaps Provide scope for students to respond to these gaps by developing design proposal for future products or/and services. Develop students’ abilities to defend their design choices through generating compelling cases in support.
Course Content	Problem solving and analysis Data collection and analysis Teamwork Written and oral communication Market sensing
Learning Outcomes	On completion of this module, students should be able to: LO1 Analyse an industry to identify potential ‘blue ocean’ opportunities. LO2 Critically evaluate such opportunities from design perspective with regards to a possible launch of a new product and/or service. LO3 Determine and address the global dimension of such opportunities and its impact on design management. LO4 Formulate proposals of products and/or services informed by both business strategic thinking and solid design management. LO5 Develop a critical tool-kit of methods to identify, present and communicate advantages of ‘blue ocean’ thinking.
Presentation	Teaching will be through lectures, guest speaker seminars, in-class tasks and personal tutorials. Half of the sessions will be dedicated to the concepts of "Blue Ocean" thinking, allowing students to think through the embedded concepts in a structured fashion. The remaining sessions will be dedicated to implementing these concepts into practice through application of design thinking. The module will offer to students a mix of seminars and discussion as well as hands-on workshops promoting ‘outside the box’ thinking.
Reading Recommended	ANDERSON, C. (2006): The Long Tail. Hyperion BOLAND, R. J AND COLLOPY, F. (2004): Managining as Designing. Stanford University Press COOPER, R. G. (1999): Product Leadership: Creating and Launching Superior New Products. Perseus Books FULTON SURI, J. and IDEO (2005): Thoughtless Acts? Chronicle Books HAMEL, G. (2002): Leading the Revolution. Harvard Business School Press HARGARDON, A. (2003): How Breakthroughs Happen: Technology Brokering and the Pursuit of Innovation. Harvard Business School Press MATTHUR S. and KENYON A., (2001): Creating Value: Successful Business. Butterworth-Heinemann PETERS, T. (2003): Re-imagine! DK Adult
Reading Required	CHAN KIM, W. & MAUBORGNE, R ( 2005 ) Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant. Harvard Business School Publishing. Boston LIEDTKA, J. (2004) Design as Strategy. Rotman Management. The Alumni Magazine of the Rotman School of Management. Winter 2004. (pp 12-15)
Pre-Requisites	DSM5200 Managing Design for Business
Asseseement Methods	Project A - Identification - Week 4 - 20% Project a- Prototyping - Week 9 - 40% Project A - Presentation Process Diary - Week 12 - 10%
Weekly Schedule	‘Blue Ocean’ opportunities Offerings. ‘Red oceans’ and ‘blue oceans’. The need for radical innovation. Principles of Blue Ocean strategy. Overview of the strategy canvas. Market Sensing Analytical tools and frameworks. Creating a Strategy canvas. The 4 actions framework. The eliminate-reduce-create—grid. Interpreting Value curves Reconstructing market boundaries Look across - alternative industries, Strategic Groups within industries, the chain of buyers, complementary product/service offerings, functional or emotional appeal to buyers, Time. Conceiving new market spaces Refining the proposition Visual awakening, visual exploration, Visual Strategy Fair, Visual communication. Using the Pioreer-Migrator-Settler map. Reaching beyond existing demand, Identifying Buyer Utility. Refining the proposition Overcoming organisational resistance 4 barriers to execution – resource, cognitive, motivational, political. Identifying and overcoming resistance. Using “fair process” to ease implementation Design following/leading strategy Exploring the concept of design as strategy. Considering inventions vs discovery. The Use of design thinking and its implications for strategy. Creating new ideas and developing design concepts